09-24-2020 Budget12345Page 2Page 111Page 24CITY COUNCIL SPECIAL MEETING PRESENTATIONSMunicipal Court Law Department Police DepartmentCommunity DevelopmentIT Department Page 38 BUDGET WORKSHOPSeptember 24, 2020 – 5:00 p.m.Page 61
Presented by:
Judge Dave Larson
Judge Rebecca Robertson
Court Administrator Sue White
2
The Court as a Community Asset
•The court, probation, and staff continue to
be assets for the community
•Judge Larson and Judge Robertson
continue to be leaders in the judiciary on a
statewide basis
Kudos
3
•Kudos to IT for Remote Access and Zoom
technology upgrades
•Doors remained open in compliance with
limitations imposed by Supreme Court Order
•No jury trials for four months
•We preserved constitutional rights
•We have now convened four jury trials
since July 1st
•Other courts not as fortunate
COVID Challenges
4
•Continued thousands of hearings
•Multiple times in most cases
•New charges bottlenecked
•Conditions of sentence not being met
•Warrants not issued or served
•Staffing issues due to indirect impacts
•Availability of technology for defendants
•Financial impacts
•Limitations on collections, FTAs, impact of
lost jobs with no income to pay
Other COVID Impacts
5
•Community Court Impacts
•Valley Cities no longer providing a care
coordinator
•Library terminated community resource center
•Exploring other options for services
•Jail alternatives
•DOC work crew on hold
•SCRAM alcohol monitoring
•Most people can’t afford which means Court
pays
•Day reporting is limited
•Kent work release terminated
•King County work release closed until at least
January
New Program
6
•Pretrial Assessment and Linkage Services (PALS)
•King County Adult and Juvenile Detention
•City cost = $0
•Asian Counselling and Referral Services
(ACRS)
•Same day assessments
•Wrap around services
•Transport officers will drop off
•Working on catch and release warrant
program
•Working on other benefits
7
Continue to be Stewards, but…
•We live within our means
•2019 -We were $17,000+over budget, but…
•Interpreters are mandated by law
•2019 Budget $78,848
•2019 Actual $126,484
•Actually, $30,000+under budget without interpreter
expense
•COVID may have lowered interpreter costs due to
less hearings
•As of August 31, 2020 = $41,239
•Annualized = $62,000
•Hearings are being held again, so…
Wish List
8
•Case Management System
•Journal Technologies will no longer maintain JustWare system
as of January 1, 2021
•Waiting to see what AOC does
•Need funding for automated notification of court dates and
payment due dates to reduce warrants and decrease defaults
(FTAs)
•Implement therapeutic programs for first time offenders
•Competitive court staff salaries
•Structured community service
•As of August 31, 2020, $15,224,045 in fines and costs were in
collections or past due
•Benefits to City and potentially other community partners
•Need a coordinator or a non-profit to manage
Questions?
Thank You!
9
Law Department
2021/22 Proposed
Biennial Budget
September 24, 2020
Presented by: J. Ryan Call
City Attorney
2021-2022 Biennial Budget
2 2021-2022 Biennial Budget
Law
Ryan Call, City Attorney
FTE Authorized: 12.5
Civil Legal Services
2 Assistant City Attorney
1 Legal Assistant
Criminal Prosecution
Jennifer Castleton, Chief Prosecutor
2 City Prosecutors
1 Domestic Violence Prosecutor
1 Domestic Violence Advocate
1 Paralegal
1.5 Legal Assistant
.5 Administrative Support
.
Risk Management
Insurance & Claims
Administration
Department Support
Tonia Proctor, Lead Paralegal
3 2021-2022 Biennial Budget
Budget
2019
Budget
2019
Actual
2020
Budget
2020
Actual
(through
July)
2021
Proposed
Budget
Legal $1,550,895 $1,844,207 $1,961,152 $862,817 $2,012,969
Risk $1,453,932 $1,330,934 $2,282,261 $1,914,533 $1,475,512
Total $3,004,827 $3,175,141 $4,243,413 $2,777,350 $3,488,481
4 2021-2022 Biennial Budget
Expenditures
2019
Budget
2019
Actual
2020
Adjusted
Budget
2020
Actual
(through
July)
2021
Proposed
Budget
Contract Atty. – General
Fund
$200,500 $293,919 $330,500 $121,057 $330,500
Contract Atty. – Risk
Fund
Incorporated
into General
Liability below
$474,862 Incorporated
into General
Liability
below
$63,869 Incorporated
into General
Liability below
Risk Claims –
General Liability
$255,000 $139,989 $1,079,678 $844,395 $337,928
Risk Claims –
Property & Auto
$542,033 $130,286 $153,345 $114,328 $175,000
Risk Premiums $554,049 $505,945 $846,538 $846,538 $907,334
Training $10,667 $7,449 $10,722 $41 $12,472
Office Supplies $9,125 $2,595 $5,525 $2,057 $5,525
Salary & Benefits
*Prop 1
$1,326,793
($261,756)
$1,529,713
($236,916)
$1,607,600
($275,749)
$735,686
($132,036)
$1,658,672
($267,895)
5
2019
2021-2022 Biennial Budget
2019 Budget
Salary &
Benefits
Professiona
l Services
Operating
Expenses
Risk
Expenses
$1,453,932 $1,325,793
$200,500 $24,602
2019 Expenses
Salary &
Benefits
Profession
al Services
Operating
Expenses
Risk
Expenses
$1,529,713
$1,330,934
$293,919
$20,575
6
2020
2021-2022 Biennial Budget
2020 Expense (thru July)
Salary &
Benefits
Professiona
l Services
Operating
Expenses
Risk
Expense
2020 Adjusted Budget
Salary &
Benefits
Profession
al Services
Operating
Expenses
Risk
Expense
$2,282,261
$1,607,600
$23,052
$330,500
$1,914,533
$121,057
$735,686
$6,074
7
2021 Proposed Budget
2021-2022 Biennial Budget
Salary & Benefits
Professional Services
Operating Expenses
Risk Expense
$1,475,512
$330,500
$23,797
$1,658,672
Total Legal Dept. Budget: $3,488,481
8
2022 Proposed Budget
2021-2022 Biennial Budget
Salary & Benefits
Professional Services
Operating Expenses
Risk Expense
$1,486,275
$330,500
$23,797
$1,675,637
Total Legal Dept. Budget: $3,516,209
2019/2020 Highlights
9 2021-2022 Biennial Budget
•Provided legal advice on City Center Redevelopment,
IRG, Utility Tax, & SR 99 Phase V Construction
•Contract, Ordinance, and Resolution Review for all
departments•Approx. 677 documents reviewed in 2019•Approx. 353 documents reviewed to date in 2020
•Negotiated / Finalized 7 Labor Contracts
2019/2020 Highlights, cont.
10 2021-2022 Biennial Budget
•Began consultation / selection of software program to
replace JustWare
•Prosecuted approx. 3,000 criminal cases per year •DUI, DV assault, theft, & other misdemeanors
•Actively worked with police on asset forfeitures •6 new cases in 2019; 2 new cases in 2020 •Successfully negotiated the sale of 2 houses generating a net of
$126,631 to the City •Successfully forfeited 1 additional house likely to generate a net to
the City over $100,000 when sold •Successfully forfeited/negotiated over $170,000 in cash and 1 vehicle
that police retained.
11
2019/2020 Highlights, cont.
2021-2022 Biennial Budget
.
•Recovered approx. $176,000 for damaged property
•Transitioned to an insurance pool •No General Liability Deductible •Insured Police Auto Damage •Appraised Major Buildings
12
2021/22 Anticipated Key Projects
2021-2022 Biennial Budget
•Continue to advise staff and elected officials
•Continue to defend the City’s legal interests
•Continue to prosecute misdemeanors occurring in Federal Way
•Negotiate 5 labor contracts
•Assist in selection/implementation of software to replace JustWare
•Continue to collect on City owned damaged property
Questions?
13 2021-2022 Biennial Budget
Police Department
1
2021-2022 Proposed Biennial Budget
September 24, 2020
Presented by Andy Hwang,
Chief of Police
2021-2022 Biennial Budget 2021-2022 Biennial Budget
POLICE DEPARTMENT
Andy J. Hwang
Chief of Police
1.0 FTE
Department Total: 170 .0 FTE’s
Executive Management of the Department
Planning and Development of Effective Police
Services
Regional issues and services coordination
PROFESSIONAL STANDARDS
Kurt Schwan
Administrative Commander
1.0 FTE
Professional Standards
Internal Audit
Incident Review
Public Relations and Media
ADMINISTRATIVE SUPPORT
Lynette Allen
Office Manager
1.0 FTE
Department Support
Extra Duty Program
Reports
Animal Services Licensing
FIELD OPERATIONS
Kyle Sumpter
Deputy Chief
115.0 FTE’s
Patrol Services
Patrol
Emergency Response
General Delivery of Police Services
Traffic
Traffic Safety Education
Traffic Law Enforcement
Traffic Accident Investigation.
Red Light Photo Enforcement
Special Operation Unit (SOU)
Jail Transport Officers
Contracted Police Services
School Resource Officers
The Commons Mall Officers
Animal Services Unit
Specialty Teams
BDU, CCU, CDU, & SWAT
Neighborhood Resource Centers
Safe City Program
SUPPORT SERVICES
Steve Neal
Deputy Chief
52.0 FTE’s
Criminal Investigation (CIS)
Persons & Property Crimes
Special Investigations Unit (SIU)
Gangs &Criminal Intel.
Valley Investigation Team (VIT)
Administration
Budget
Training
Recruiting & Hiring
Internal Investigations
CALEA
Quartermaster
Fleet & Equipment
Jail Administration
Volunteers
Civilian Operations Manager
Records Unit
Property / Evidence
Crime Analysis / Prevention
2
Department Staffing Levels
Police Officers:
Authorized Sworn Positions 137
Officer Vacancy -6
Current Sworn Positions 131
Civilian Positions:
Authorized Civilian Positions 33
Civilian Personnel Vacancies -1
Current Civilian Positions 32
24/7/365 – 3 shifts, 6 squads
75,000 calls-for-service
170 FTE
2 Divisions
6 Sections
17 work Units
3
2019-20 Key Accomplishments
Overall crime reduction of 8% in 2019,
and 4% reduction in 2020 in
comparison to the first 8 months of
2019.
Maintained National Accreditation
rating with the Commission on
Accreditation for Law Enforcement
Agencies (CALEA), 1 of 8 nationally
accredited agencies in the state of
Washington.
Provided all state and CALEA
mandated training, including fair and
impartial policing, crisis intervention
training, use of force, de-escalation
training, and reality-based training.
4
2019-20 Key Accomplishments
Patrol maintained continuity and response time, and was
proactive in finding solutions for neighborhood crime
problems.
Monthly crime analysis information distribution, and
implementation of directed patrol and operational plans.
Successful transition of jail services to bring substantial
cost savings, $2.1 million (reduced from $6.4M to $4.3M).
Maintained the Registered Sex Offender Verification
Program to enhance public safety and registration
compliance.
Regional collaboration to address crimes such as drug,
gangs and gun violence.
5
2019-20 Key Accomplishments (cont’d)
Regional efforts in auto theft
by participating in Puget
Sound Auto Theft Task Force.
Crime Analysis and Prevention
Specialists (CAPS) outreach
into the community, providing
education and enhanced
services.
Positive Ticket Program
Drive-thru Ice Cream Social
Engagement
Coffee with a Cop Program
Citizens Police Academy
6
“Earning the Public’s Trust”
2019-20 Key Accomplishments (cont’d)
Special Investigations
Unit worked to reduce
marijuana grows in
neighborhoods.
Expansion of the Safe
City Camera Program to
enhance public safety,
240 cameras.
Use of the Automated
License Plate Reader
(ALPR) Technology – 4
equipped patrol vehicles.
7
New Programs Requests - Funded
2021 2022
Program Additions:
COPS Hiring Program Grant $250,000 $250,000
TASER Replacement $ 30,000 $ 30,000
Patrol Bicycles $ 20,351 $ 0
8
New Programs Requests - Funded
Vehicle Fleet:
2021-22 Police Vehicle Replacement $776,700 $786,000
Bomb Disposal Unit Vehicle Refurbish $ 60,000 $ 0
EVOC Trailer Replacement $ 5,900 $ 0
Traffic Trailer Replacement $ 17,000 $ 0
Utility Vehicle Pick-Up Truck $ 65,000 $ 0
9
New Programs Requests - Unfunded
2021 2022
Unfunded Program Requests:
Cellular Phone Upgrade $ 12,000 $ 12,000
Benchmark Analytics $ 15,900 $ 16,300
Vehicle Fleet:
Patrol Vehicle Purchase (8 total) $280,000 $ 280,000
10
2021-22 Agency Goals
Provide for a safer community by having a positive impact
on the Index and Quality of Life crimes.
Successfully undergo National CALEA re-accreditation on-
site best practice audit.
Meet all CALEA mandatory annual training and
development requirements, to include fair and impartial
policing, crisis intervention training, use of force, de-
escalation training, and reality-based training.
Partner with stakeholders in the community, particularly
minority communities to foster a stronger relationship.
11
2021-22 Agency Goals (cont’d)
Distribute monthly crime analysis information, and implementation
of directed patrol and operational plans.
Increase uniformed police presence on highway 99, downtown, 21st
Ave and SW Campus Drive to have a positive impact on crime and
safety.
Continue regional collaboration and partnerships to address crimes
such as drugs, auto theft, gangs and gun violence.
Traffic enforcement with focus on DUI, reducing speed, and
distracted driving.
12
2021-22 Agency Goals (cont’d)
Crime Analysis and Prevention Specialists (CAPS) outreach
into the community, providing education and enhanced
services.
Maintain the Registered Sex Offender Verification Program
to enhance public safety and registration compliance.
Successful management of jail services and contracts,
bringing continual savings.
Expansion of the Safe City Camera Program to enhance
public safety.
Professional development leadership training
opportunities for succession planning.
13
QUESTIONS?
14
Community
Development
2021/2022 Proposed
Biennial Budget
September 22, 2020
1
2
Community Development
Brian Davis
Director
Planning Division
Robert “Doc” Hansen
Planning Manager
Building Division
Scott Sproul
Building Official
Community Services
Division
Sarah Bridgeford
Community Services Manager
Administration/Permit
Center Division
Kari Cimmer
Admin & Permit Center Supervisor
3
Community Development Department
The mission of the Community Development Department
is to help maintain and improve the quality of life in Federal
Way by managing and fostering the safe, orderly, and
beneficial development and implementation of land use,
building construction, code enforcement, and community
services programs with the input from Federal Way’s
citizens and within the policy framework provided by the
City Council.
4
Community Development Department
Goals/Objectives
Ensure that planning efforts and the regulatory
environment provide for a balance between protection of
the environment and neighborhoods and accommodating
new development to house a growing population and jobs.
Strengthen human service agencies and the social
wellbeing and economic health of the community by
administering and monitoring grants as a CDBG direct-
entitlement city.
5
2019/2020 Accomplishments
Administrative Division reduced archive storage by
consolidating and destroying records and implementing
a scan-and-toss procedure per the Washington State
Records Retention Schedule, thereby saving the city
storage fees and time spent obtaining public records
requested documents.
In 2019, processed 2566 passport applications (a 15%
increase from 2018) with revenue of $89,810.
In 2020, processed 567 passport applications with
revenue of $12,845. The decrease is due to COVID-19
closures.
6
2019/2020 Accomplishments
Completed 13 site-specific comprehensive plan amendments
and rezones.
Completed the 2017 and 2018 Planning Commission Work
Program.
Completed the code amendment to the docket process,
amendment to Code related to self-storage units
Established a floodplain permit process.
Worked on code amendments to the adoption of an historic
preservation ordinance; and amendments to standardize bulk
and dimensional requirements for multiple family housing
development, development of self-storage of design standards.
7
2019/2020 Accomplishments
Processed the application to extend the Enchanted Park
Concomitant Development Agreement for unique site
issues.
Worked on two moratoriums, self-storage unit
development and multi-family, and adopted new
standards for each.
Along with Public Works Department, worked
collaboratively with Sound Transit and other agency staff
to evaluate and review the Development Agreement and
design for the project extending light rail to Federal Way,
and began work on the Tacoma Dome Link station.
8
2019/2020 Accomplishments
Building & Planning Divisions worked on a wide variety of significant
development projects, including
•Mirror Lake Village Senior Housing
•Wild Waves development agreement
•IRG proposals including the twice upheld land use decision on Warehouse A, Woodbridge
Buildings A and B building permits
•Continued development of City Center design standards
•Federal Way property tilt-up warehouse
•DiagnosTechs Addition
•Traditions at Federal Way
•South King Fire and Rescue Station Addition
•DaVita Healthcare Office Park
•Multi -Care Off-Camus ER
•Technical review of four full subdivisions to add 117 new lots, ten short plats
•Review, issuance, and inspection of three new elementary schools.
•Developed and implemented an online submittal process that has been working
successfully since March, 2020.
9
2019/2020 Accomplishments
In 2019, Permit Center staff handled 13,143 in-person visits,
phone calls, and emails from applicants and property owners.
The average wait time to assist customers in the lobby was 2.56
minutes. Additionally, 4,645 building permit, land use, public
works and South King Fire & Rescue applications and
resubmittals were accepted and processed.
Permit Center staff reviewed and issued 3,515 commercial,
multi-family, single-family, sign, fire-protection, demolition,
electrical, mechanical, and plumbing permits in 2019, including
94 building, 2,194 electrical, 628 mechanical, and 112 plumbing
permits that were all issued over the counter.
10
2019/2020 Accomplishments
Participation in ‘Neighborhood Connection’ meetings.
Implemented CDBG and Human Services General Fund
programs, including monitoring of contracts of funded
human service agencies.
Partnered with neighboring cities in starting the South King
Housing and Homelessness Partnership
Developed and submitted to HUD the required 2019 and
2020 CDBG Action Plans.
Participated with King County and the cities of Auburn,
Kent, and Bellevue to prepare a new consortium-wide.
11
2019/2020 Accomplishments
Consolidated Plan for the CDBG program for the period of
2020-2024.
Achieved HUD recognition for the city’s grant program and
properly administer the federal CDBG rules and regulations
for the grants received.
Improved the Community Services grant application
processes and management using the established electronic,
on-line system.
Evaluated and made changes to the Human Services Grant
application and award process, criteria, and management
system
12
2019/2020 Accomplishments
Completed essential rehabilitation of an affordable housing
complex in north Federal Way providing more secure
housing to 86 Federal Way households and bringing the
units into compliance.
Implemented the 2019/2020 Housing Repair Program
serving six households to date.
Awarded and administered $1,072,000 in Human Services
General Fund grants for 43 programs serving over 50,000
Federal Way residents in 2019; the number is duplicated,
meaning a person may access multiple services across
multiple agencies as they try to meet their goals and needs.
13
2019/2020 Accomplishments
Completed the planning process for the 5-year Community
Development Block Grant (CDBG) Consolidated Plan
concurrently with the 2019 Community Needs Assessment
to guide City investments in social services.
Implemented a Grantmaking with an Equity Lens evaluation
review and training with Human Services Commission to
use in making funding recommendations for 2021 and 2022.
Grew the annual Flavor of Federal Way event in 2019 and the
Diversity Commission adapted the 2020 event in light of
COVID -19.
14
2019/2020 Accomplishments
Designed and implemented severe weather shelter.
Implemented one-time grant applications and programs to
address homelessness, afterschool needs, and respond to
COVID -19.
15
2021/2022 Anticipated Key Projects
Support economic development projects in the City Center
and throughout the City.
Make significant progress on long list of code amendments
identified in the adopted Planning Commission Work
Program.
Support major redevelopment projects in the City Center
and in neighborhoods as the economy strengthens.
Continue to process code amendments with a focus on
economic development.
Continue to improve the development process with timely
land use and permit review and issuance.
16
2021/2022 Anticipated Key Projects
Continue implementation of CDBG and Human
Services General Fund programs, including monitoring
of contracts of funded human service agencies.
Continue to work on local and regional efforts to
address housing and human service needs.
Develop and submit to HUD the required 2021 and 2022
CDBG Annual Action Plans
Update the Community Needs Assessment for the low-
and moderate-income persons and households in
Federal Way
17
2019/2020 Anticipated Key Projects
Evaluate and make changes to the Human Services Grant
application and award process, criteria, and management
system including ongoing focus to ensure equitable
grantmaking.
Participate in regional social services planning efforts to
advance access for Federal Way residents.
Continue to support low-and moderate-income
homeowners through the Home Repair Program.
Achieve HUD recognition that the city’s program properly
administers the Federal CDBG rules and regulations.
18
2019/2020 Anticipated Key Projects
Expand our on-line permitting capabilities.
Implement new e-permitting system.
Administration and enforcement of land use,
environmental, and nuisance codes. Manage an increasing
volume of code compliance complaints, CARs and proactive
code enforcement actions.
Develop, administer and enforce International Codes for
plan review, construction, and inspection.
Long-range planning and policy work, including potential
comprehensive plan amendments, neighborhood plans,
code revisions, housing, and annexations.
19
2019/2020 Anticipated Key Projects
Continue to improve customer service by examining
through the LEAN process, current review and office
procedures.
Continue to work closely with and partner with South King
Fire and Rescue in order to provide fire prevention plan
review, inspection of sprinkler systems and fire alarm
systems and assessment of fire damaged buildings.
20
Revenue & Expenditure Summary
21
2019/2020 Budget Summary
The Department of Community Development’s
overall proposed operating budget totals
$4,880,073 in 2021 and $4,356,442 in 2022. This
overview includes the General Fund, the
Proposition 1 Fund, and the Community
Development Block Grant Fund.
22
2019/2020 Budget Summary
Salaries/Wages & Benefits –Increase of 0.5%, or
$10,090: 1.0 FTE Associate Planner eliminated, 1.0 FTE
Development Specialist eliminated, 1.0 FTE Permit
Technician added, 1.0 FTE Graffiti Technician added.
Services and Charges –Decrease of $930,403 due to a
reduction in Community Development Block
Grant(CDBG). Prior resources and COVID-19 response
funds resulted in higher allocations in past years. The
second CDBG-CV allocation will be added for 2021, but
was not available when the budget was proposed.
23
Questions?
Presented:
September 24, 2020
by:
Thomas Fichtner, IT Director
2021-2022 Biennial Budget
Organizational Overview
2 2021-2022 Biennial Budget
VACANT
IT Analyst
Systems
Xiao Guo
IT Technician 2
User Support
Colby Hill
IT Technician 2
User Support
Brian Pearson
IT Supervisor
Systems & Helpdesk
Jason Danielle
IT Architect
Web, App Security
Erik Earle
IT Analyst
GIS
Stacey Curry
IT Analyst
GIS
Thomas Fichtner
IT Director
8.0 FTE
Regional Representation
•Valley Communications
•C3 (Community Connectivity Consortium)
•Safe City
•ACCIS (Association Counties and Cities Information
Systems)
3 2021-2022 Biennial Budget
2019/2020 Accomplishments
•GovQA Public Records Tracking Software
•MyBuildingPermit.com
•New Storage Area Network (SAN) and backup
software
•Added 1.0 FTE to IT Helpdesk
•Cybersecurity assessment
•Eyes on Federal Way – SeeClickFix
•CJIS Audit
4 2021-2022 Biennial Budget
2019/2020 Accomplishments Cont.
•COVID-19
o Courtroom A/V Upgrades
o Zoom
o Remote access
o New technology
•Upgraded Police vehicle routers
•Public Works – Adaptive Traffic System
•Upgraded the GIS system
•Built several dashboards with new GIS technologies
5 2021-2022 Biennial Budget
GIS - New Projects Dashboard
6 2021-2022 Biennial Budget
2019/2020 Accomplishments Cont.
•Safe City deployment of new and replacement
cameras
•Windows 10 / Office 2019 Upgrade
•Two new Police substations
•Annual equipment replacement
•Numerous public records request searches
7 2021-2022 Biennial Budget
8
Budget Highlights & Changes
2021-2022 Biennial Budget
Item 2020
Adjusted
2021
Proposed
2022
Proposed
21 Prop./20 Adj.
$ - Change
Salaries & Wages $754,167 $787,591 $813,886 33,424
Benefits $233,955 $280,176 $282,565 46,221
Supplies $74,168 $66,056 $66,056 (8,112)
Services &
Charges
$919,530 $1,196,255 $1,197,755 276,725
Intergovermental $156,778 $156,778 $156,778 -
Capital Outlay $538,154 $435,688 $375,575 (102,466)
Total
Expenditures
$2,676,752 $2,922,544 $2,892,615 245,792
Funded New Program Requests
•Program 2021/2022
o Disaster Backup & Recovery System $150,000 / -
o Eyes on Federal Way 311 Program (SeeClickFix) $47,000 / $48,500
o IT Security Contracted Services $50,000 / $50,000
o IT Department Staff Re-Organization $29,787 / 49,794
o City-wide Security Awareness Training $10,000 / $10,000
o Microsoft Enterprise Agreement Increase $12,500 / $12,500
o Duo Multi-Factor Authentication $30,000 / $30,000
o IT Helpdesk Software $20,000 / $20,000
o Zoom Video Conferencing $5,000 / $5,000
o Darktrace Network Protection $45,000 / $45,000
o Cellular Service Increase $15,000 / $15,000
o GovQA Public Records System $24,785 / $24,785
o AMANDA 7 Upgrade (Permit Automation Fee Funded) $181,000 / $14,300
9 2021-2022 Biennial Budget
Funded New Program Requests
(Capital/Reserves)
•Program 2021/2022
o Desktop PCs 52/53 (5yrs) $57,160 / $56,719
o Laptops 6/10 (5yrs) $12,200 / $17,085
o Printers 3/3 (6yrs) $3,468 / $3,978
o Servers 0/5 (7yrs) $ - / $50,000
o Miscellaneous Network $10,000 / $10,000
o Miscellaneous Hardware $10,000 / $10,000
o GIS Large Plotter $22,500 / $ -
o Oce Large Plotter $30,000 / $30,000
o PD MDC’s Cars 14/13 (5yrs) $64,597 / $55,000
o PD MDC’s Motorcycles (5yrs) $ - / $13,750
o PD Portable Radios $17,246 / $17,246
o PD Mobile Radios $17,000 / $17,000
10 2021-2022 Biennial Budget
Funded New Program Requests
(Capital/Reserves) Cont.
•Program 2021/2022
o PD Sector Printers $3,500 / $3,500
o PD Sector Scanners $1,300 / $1,300
o EOC Laptops (5yrs) $11,659 / $ -
o EOC Desktop PCs (5yrs) $7,080 / $ -
o PAEC Desktop PCs 2/11 (5yrs) $2,587 / $12,951
o PAEC Laptops 0/2 (5yrs) $ - / $3,540
o Copiers 2/4 (6yrs) $15,391 / $73,506
11 2021-2022 Biennial Budget
Un-Funded New Program Requests
•Program 2021/2022
o IT Admin Assistant (FTE) $75,948 / $80,956
o IT Network/Server Analyst (FTE) $107,295 / $109,441
o Fiber Location Services (add-on to PW Contract) $18,600 / $19,200
o IT Helpdesk Technician (FTE) $90,301 / $92,107
o IT Business Software Analyst (FTE) $107,295 / $109,441
o IT Training Budget $10,000 / $10,000
o IT On-Call Pay $18,000 / $18,000
o Mobile Device Management (MDM) Software $18,000 / $18,000
o ESRI ArcGIS Enterprise Agreement $46,000 / $48,000
o GIS Drone & Software $10,000 / $600
*Should additional revenue become available in future budgets, the
above requests are listed in order of priority.
12 2021-2022 Biennial Budget
City vs. IT Staffing Comparison (2020)
13 2021-2022 Biennial Budget
0
10
20
30
40
50
60
0
200
400
600
800
1000
1200
1400
1600
Total City FTE IT FTE
City-FTE to IT-FTE Comparison (2020)
14 2021-2022 Biennial Budget
19.5 20.5 22.7 23.1 23.2 25.0
29.0
33.5
38.6
42.5
0
5
10
15
20
25
30
35
40
45
City-FTE to IT-FTE
(Hypothetical w/ 4.0 Additional FTE)
15 2021-2022 Biennial Budget
19.5 20.5 22.7 23.1 23.2 25.0
28.7 29.0
33.5
38.6
0
5
10
15
20
25
30
35
40
45
2021/2022 Path to Success
•IT will be successful with the Mayor’s proposed
budget:
o Security focus – priority #1
o Security consultant assistance
o Prioritization & clear expectations in lieu of
additional FTE’s
o IT helpdesk software = increased efficiency
o Information Technology Infrastructure Library (ITIL)
certification = increased internal collaboration,
communication, expectations, and efficiency
16 2021-2022 Biennial Budget
2021/2022 Anticipated Key Projects
•Follow-through on Cybersecurity Assessment with
Mayor’s proposed items
o Security consultant to assist in implementation of an IT and
security governance structure and various policies and
procedures
o City-wide security awareness training
o Multifactor Authentication
o Darktrace Network Protection
o Disaster Backup and Recovery System
17 2021-2022 Biennial Budget
2021/2022 Anticipated Key Projects
•ITIL certification for all IT staff
•Complete Windows 10/Office 2019 migration
•Begin transition to Microsoft 365
•Continue mapping the City’s fiber optic infrastructure
•Continue to support the Safe City network
•Amanda 7 Upgrade
•Annual replacement of hardware: PCs, printers, copiers,
servers, radios, etc.
18 2021-2022 Biennial Budget
Continuing Challenges
•Staffing
o Retention
o Institutional knowledge
o Reactionary
o Burnout
•Behind the scenes – “keeping the lights on”
•Security
•Security
•Security
19 2021-2022 Biennial Budget
With the Mayor’s proposed
budget the City will be taking a
major leap forward in terms of
security preparedness.
Today is better than yesterday.
Tomorrow will be better than
today.
Questions?
Thank You!
20 2021-2022 Biennial Budget